China’s gaming and animation industries are no longer just local success stories. With titles like Black Myth: Wukong and Ne Zha 2 drawing attention from global audiences, the country has shown its ability to produce content that travels well beyond its borders. At the same time, rapid adoption of artificial intelligence is reshaping how stories are made, blending machine efficiency with human creativity.

Tech Wire Asia spoke with Cheng Lu, President and CEO of CreateAI, about how Chinese studios are redefining entertainment, the role of AI in production, and what the future holds for immersive storytelling.

China’s growing influence in global gaming and animation

Asked about China’s role in shaping global entertainment over the next decade, Cheng points to the momentum already visible in the market. “China’s gaming and animation industries are gaining global dominance. Blockbusters like Black Myth: Wukong and Ne Zha 2 are showcasing our ability to captivate audiences worldwide,” he said.

That influence is backed by strong numbers. According to the “2025 H1 China Game Industry Report” from the Game Publishing Committee, the industry generated RMB 168 billion (USD 23 billion) in sales revenue in the first half of 2025 – a 14% year-on-year increase. Chinese self-developed games earned USD 9.5 billion overseas, underscoring their reach in a global market worth around USD 250 billion.

Cheng sees the next decade as one where Chinese studios can lead in immersive, AI-enhanced storytelling. “Fueled by rapid AI adoption and investment in creative production, Chinese studios are redefining entertainment with innovative technology and cultural storytelling,” he explains. “Over the next decade, China is likely to lead in immersive, AI-enhanced storytelling and cross-platform experiences, shaping global trends by blending technology with cultural heritage.”

Balancing AI efficiency and human artistry

AI has become more visible in creative production pipelines, raising the question of how to balance machine efficiency with human artistry. Cheng notes that animation, especially 2D, has long been labour-intensive. Scriptwriting, keyframing, and colouring often slow production, particularly when there’s a shortage of skilled animators.

Here, AI can make a difference without displacing artists. “AI can help studios produce higher-quality content more efficiently without sidelining human creators,” Cheng says. Tools like Animon.ai can turn simple images into anime videos, reducing repetitive tasks and giving artists more time to focus on storytelling.

The idea of synergy – AI handling technical tasks while humans guide the creative heart – runs through Cheng’s perspective. He points to the company’s recent release for example: “Our Animon.ai Studio Version, launched in July, exemplifies this approach by providing creators with tools like high-quality 2K visual generation and consistent keyframe editing, enabling both professionals and beginners to streamline workflows while retaining full creative control.”

Making local stories travel

Chinese titles often draw from local myths and traditions but still manage to resonate with audiences around the world. Cheng sees lessons here for other markets.

He highlights CreateAI’s game Heroes of Jin Yong, which reflects the role of chivalry in Chinese wuxia culture. “Chivalry is something that resonates in the world, but manifests uniquely in China with wuxia culture,” he explains. The broader lesson, he says, is to take cultural dynamics rooted in one place and show how they reflect universal human experience.

“All markets can consider cultural dynamics inherent to themselves that are shared in the human experience, and show how those come to fruition in their unique culture,” Cheng says. Done well, this approach lets people outside the culture connect to familiar values while sparking curiosity about a new one.

The future of immersive entertainment

Advances in motion capture, real-time rendering, and AI animation are already changing the entertainment industry. Cheng expects those shifts to accelerate. He outlines two big trends:

1. The gamification of everything. “Top content is becoming more immersive and interactive,” Cheng says.
2. Cross-media synergies. “Blending between what is a video game and TV show, and video game IP are being made into anime shows, and vice versa.”

At CreateAI, the team is exploring both directions. With the Three-Body Problem franchise, they are working on an anime feature film and a AAA video game, based on the second book of the series. The goal is to launch them side by side. “The generates maximum consumer exposure and greatly enhances fan experience,” Cheng says.

As AI gains the ability to generate characters, voices, and entire worlds, questions about authenticity and ethics are unavoidable. Cheng is clear on this point: “We believe in ‘safe AI’ and will do our part to promote the generative AI industry to grow according to high ethical values and local regulations.”

Asked to compare how AI and gaming innovation differ in regions, Cheng avoids making sweeping claims. “AI and gaming are truly global industries facing global competition,” he says. Still, he notes that companies succeed by excelling in three areas: creating compelling intellectual property, applying new technology for efficiency or storytelling, and using effective distribution channels.

Skills the next generation of China’s gaming creators will need

Looking ahead, Cheng sees a need for a new mix of skills among animators, developers, and storytellers. “The next generation of animators, game developers, and storytellers will need to blend technical proficiency with creative adaptability to thrive in an AI-driven industry,” he says.

A key mindset is to see AI as a tool for expansion rather than replacement. “Viewing AI as an opportunity to create more content, rather than a replacement, is key,” Cheng stresses. He also underlines the importance of cultural sensitivity and narrative innovation – qualities that make stories resonate beyond their home market.

Opportunities in China’s gaming and animation with AI

When asked what excites him most about the future, Cheng points to AI’s potential to open creation to more people. “At CreateAI, what excites us most is AI’s potential to democratise creation and deliver deeply personalised, immersive experiences,” he says.

“Our tools allow any fan to become a creator, freeing new opportunities in the creative economy, while adaptive narratives create immersive experiences,” Cheng explains. He sees breakthroughs coming from cross-platform projects, using global IPs like Heroes of Jin Yong and The Three-Body Problem to build both anime and AAA games.

That approach, he says, creates communities of fans and creators who help redefine how stories are consumed. “We have a full pipeline of projects currently, but we are always opportunistic to work with strong IP holders, using our technology and development know-how to innovate and bring immersive content to a global audience.”

Closing thoughts

From China’s expanding influence in the global gaming market to the role of AI in reshaping production, Cheng Lu’s perspective underscores how technology and cultural storytelling are increasingly intertwined. The future of entertainment, he suggests, won’t be about choosing between AI or human creativity but about finding new ways for them to work together.

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Earth Day serves as a reminder that sustainability must be a shared responsibility – especially for industries shaping the digital age. The semiconductor sector is vital to power modern life, but its manufacturing footprint is growing, and the need for change is urgent.

Current trends suggest chip production emissions could rise to 168 million metric tons by 2050. E-waste is also climbing, hitting 62 million tonnes in 2022. As more equipment becomes outdated and discarded, the sector must embrace circular practices. This is where refurbishment may help – not only as a sustainable measure, but also as a business strategy.

In an interview, Kenneth Lee Wee Ching, CEO of Global TechSolutions (GTS), stated that sustainability in semiconductors isn’t a future aspiration – it’s a present-day necessity. In a recent conversation, he shared how refurbishment, localisation, and high engineering standards can change how the industry thinks about sustainability.

Localised production and emissions reduction go hand in hand

The global push to localise chip manufacturing is gaining pace. Governments and companies want resilient supply chains, but also cleaner, shorter logistics routes. Southeast Asia is becoming a strategic hub for fabs, and that shift brings sustainability opportunities.

The traditional warehouse is becoming more irrelevant with time. As e-commerce volumes surge and customer expectations for rapid delivery intensify AI-powered warehouse modernisation has transformed from a competitive advantage to a fundamental business necessity.

“Without investing in technology to improve warehouse operations, organisations will fail to meet business objectives,” warns Vivien Tay, APAC Vertical Lead for Warehousing, Transport & Logistics at Zebra Technologies, in an exclusive interview with Tech Wire Asia.

The stark assessment is backed by compelling data: 88% of APAC warehouse associates share this concern, according to Zebra’s 2025 Warehousing Vision Study. The study reveals a warehouse sector under immense pressure from multiple directions: e-commerce growth, consumer expectations for faster deliveries, and persistent labour shortages.

The challenges have created an environment where technology adoption is no longer optional but necessary for survival. Speaking to Tech Wire Asia about the report’s deeper implications, Tay explained, “Today’s warehouses face a markedly different landscape compared to five years ago. The surge in e-commerce, rising consumer expectations for faster deliveries, and ongoing labour shortages are placing immense pressures on traditional systems and manual processes, which are increasingly unable to keep up.”

Safety concerns driving AI-powered warehouse modernisation

The pressures of e-commerce growth have significantly transformed warehouse environments, creating new safety challenges that demand technological solutions. According to the study, 79% of APAC warehouse associates report heightened safety concerns as operations become more fast-paced, with 72% specifically expressing fears of injury.

“The factors have also intensified safety risks on the warehouse floor,” Tay told Tech Wire Asia. “To stay ahead, businesses are turning to AI, automation, and real-time analytics to improve operational visibility, enhance safety, and enable better productivity.” The study reveals that AI applications are expected to have the greatest impact on worker safety, with 82% of APAC leaders seeing positive impact potential in this area. Technology solutions that can detect potential hazards and issue preventative alerts are becoming increasingly valuable as warehouse operations accelerate.

The technology investment roadmap

APAC warehouse leaders are planning substantial technology investments to address these challenges, with 63% intending to implement AI software and 65% planning to deploy augmented reality (AR) in the next five years. And, 64% of APAC leaders plan to accelerate their modernisation timelines by 2029, recognising the urgency of digital transformation.

“By enhancing asset visibility, they can track and manage resources more effectively, ensuring that every asset is optimally used,” Tay explained. “By embracing these innovations, warehouses can improve workflow optimisation, enhance safety, and reduce physical strain on workers.” The study highlights specific AI-powered warehouse modernisation priorities:

• Predictive analytics (implemented by 65% of decision-makers)
• Real-time task optimisation
• Workflow automation
• Intelligent assistance for connected frontline workers

“Warehouse leaders are increasingly looking for AI solutions that go beyond back-end data crunching – they want intuitive, responsive software that directly empowers their frontline teams,” Tay noted in the interview.

Technology as a worker ally, not a replacement

The study highlights a significant paradigm shift in how warehouse workers view technology – as an ally rather than a threat. The positive perception is reflected in the finding that 90% of APAC associates feel more valued when equipped with the right technological tools.

“By demonstrating how technology can directly improve both their day-to-day tasks and long-term career development, associates are more likely to view these advancements as beneficial,” Tay told Tech Wire Asia. “When associates understand that technologies are introduced to reduce physical strain and enhance productivity, rather than replace jobs, they are more likely to embrace these changes and engage in higher-value, more strategic activities.” The sentiment is reinforced by the finding that 77% of APAC associates feel they spend too much time on tasks that could be automated, indicating a workforce ready to embrace technological assistance.

Implementation challenges in AI-powered warehouse modernisation

Despite the clear benefits, implementing new technologies comes with significant challenges. Warehouse leaders report difficulties in determining ROI, securing adequate technical support, and integrating new systems with legacy infrastructure. “Although warehousing leaders surveyed plan to implement the latest technologies in AI and real-time analytics, the adoption rate is not fast enough,” Tay explained. “Challenges like missing orders in service level agreements and ensuring order accuracy can significantly impact profit & output, leading to negative business outcomes.”

The study found that 45% of APAC warehouse leaders admit they find it challenging to maintain fill rates and 51% struggle to prepare orders outlined in their service level agreements. Order accuracy (43%) and outbound processes (40%) were cited as the top two operational challenges. “Moreover, the ongoing shortage of qualified workers remains a significant concern for APAC warehouse operators, with 73% of decision-makers reporting difficulty in attracting skilled labour,” Tay added.

Real-world success through AI-powered warehouse modernisation

A compelling example of successful warehouse transformation comes from PT Dunia Express Transindo (Dunex), an Indonesian logistics provider. The company deployed Zebra’s mobile computers to allow workers to scan boxes stackedup to 5 metres high, eliminating the need for dangerous climbing.

“Dunex faced a challenge in their warehouse where the cargo was stored on a racking system with boxes stacked vertically. The setup made barcode scanning difficult, as barcodes were often out of reach or could only be scanned using short-range scanners. Workers had to climb or bring boxes down to scan them, which was time-consuming and inefficient,” Tay explained.

The implementation nearly doubled Dunex’s daily outbound delivery capacity from 5 tons to 10 tons, demonstrating the significant productivity gains possible through thoughtful technology deployment. “Zebra’s solutions helped streamline the warehouse operations, enabling Dunex to be more responsive to the demands of the on-demand economy and better support its customers as their businesses grow,” Tay said.

Prioritising automation in warehouse operations

When asked how companies should prioritise which processes to automate first, Tay provided clear guidance: “Companies should prioritise automating high-volume and repetitive processes. Tasks like data entry, inventory tracking, and standard administrative work often consume significant time and resources, making them ideal candidates for automation.”

She emphasised that this strategic approach delivers multiple benefits: “By automating these routine tasks, companies can free up employees’ time to focus on higher-value work, improving overall productivity and job satisfaction. And, processes that are error-prone or require precision, like data transcription or calculations, should be automated early to reduce mistakes and enhance efficiency.”

Safety-focused automation should also be prioritised: “Equally important is automating tasks that directly impact safety, like monitoring equipment conditions or managing hazard identification systems. Intelligent automation in these areas can help ensure consistent adherence to safety standards and reduce human error, preventing accidents and injuries.”

Sustainability through AI-powered warehouse modernisation

Sustainability emerges as another important factor, with 60% of warehouse leaders planning to increase investments in sustainable technologies over the next five years. Zebra facilitates this through initiatives like its Take Back Program, which reduces e-waste while providing operational and cost advantages.

“Sustainability is emerging as a key driver of business success, prompting warehouses to balance environmental priorities with operational efficiency,” Tay explained. “With 78% of decision-makers prioritising the reduction of emissions and waste, and 60% planning to increase investments in sustainable technologies over the next five years, the industry is at an important turning point.” She highlighted specific sustainability solutions:

“Zebra enables customers to meet environmental goals while improving efficiency through a robust Take Back Programme and a suite of sustainably designed products. The initiatives are aimed at reducing e-waste, extending product life cycles, and providing operational and cost advantages to businesses.”

The future of AI-powered warehouse modernisation

As warehouse square footage is projected to increase by 27% globally by 2030 and labour spending continues to rise at a 7% compound annual growth rate, the pressure to modernise operations will only intensify. “The study anticipates a significant shift toward intelligent automation to enhance operational efficiency and worker safety. The includes the adoption of AI, machine learning, and augmented reality to optimise workflows and improve safety,” Tay explained when discussing the future outlook. Specifically, Zebra is investing in emerging technologies beyond AI and AR:

“We are expanding IoT connectivity to enable real-time decision-making and predictive maintenance, supporting more agile resource management. Zebra is also assessing opportunities to apply blockchain technologies to enhance supply chain transparency, traceability, and security.”

The company’s ambitious roadmap also includes collaborative robotics: “Meanwhile, our investments in robotics and autonomous systems, including collaborative robots, aim to improve productivity and workplace safety.” For warehouse operators looking to thrive in this rapidly evolving landscape, the formula appears straightforward: invest in AI-powered warehouse modernisation that enhances visibility, improves safety, and empowers workers or risk becoming obsolete in an increasingly demanding market environment.

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Microsoft recently unveiled its Windows Resiliency Initiative, aiming to step up security, boost reliability, and keep system integrity solid. Essentially, it’s about avoiding mishaps like the CrowdStrike incident earlier this year, while giving users and apps more flexibility without needing admin privileges. Plus, it’s rolling out tighter controls for managing risky apps and drivers, and adding new ways to safeguard personal data through encryption.

At its core, this initiative introduces significant updates to Windows to make life easier for customers. Think faster recovery for Windows-based devices if something like the CrowdStrike scenario happens again. There are also platform improvements that give IT teams more say in what apps and drivers can run, along with moving antivirus processing outside of the kernel space—a smart move for system security.

One of the headline features is Quick Machine Recovery. It’s a new tool designed to let IT admins fix machines remotely, even when hardware is having trouble booting up. The feature builds on enhancements to the Windows Recovery Environment (Windows RE).

“In a future event, hopefully that never happens, we could push out [an update] from Windows Update to this Recovery Environment that says delete this file for everyone,” explained David Weston, Microsoft’s vice president of enterprise and OS security, during an interview with The Verge. It gives Microsoft the ability to quickly address widespread issues by deploying targeted fixes directly to machines, even when traditional methods don’t work.

Since the CrowdStrike hiccup, Weston’s been in constant talks with customers. Clients’ message? “We need better recovery tools, smarter deployment practices from vendors, and a stronger, more resilient Windows.” Weston put it succinctly: “Every one of them is saying I owe my board a response on how this doesn’t happen again.”

Microsoft has responded by tightening the reins on security vendors in its Microsoft Virus Initiative (MVI). Now, vendors need to follow stricter protocols, including better testing, safer update rollouts, and robust monitoring and recovery processes.

A big part of the plan involves shifting antivirus processing outside of the kernel, as CrowdStrike software operated at the kernel level, and therefore had deep system access—enough to trigger those infamous Blue Screens of Death. Moving AV outside the kernel should help prevent similar issues.

“We’re developing a framework that [security vendors] want to use and they’re incentivised to use,” Weston said, hinting at Microsoft’s ongoing work to create a solution that balances technical challenges with vendor needs. A preview of the new framework is set to roll out to security partners in July 2025.

The stakes are high, but Microsoft is confident. “We sort of control physics here,” Weston said. “We can change the memory manager or the driver framework, and we don’t have to abide by the rules that a third-party developer would. That’s why I’m bullish on our ability to execute here.”

Microsoft isn’t stopping there. Coming soon to Windows 11 is Administrator Protection, a handy feature for users who want the security of a standard account but need admin rights for specific tasks. It works by temporarily granting admin privileges for a task once a user authenticates with Windows Hello. When the task is done, the privileges are automatically revoked. “Windows creates a temporary isolated admin token to get the job done,” Weston explained. “This temporary token is immediately destroyed once the task is complete, ensuring that admin privileges do not persist.”

And let’s not forget Microsoft’s ongoing commitment to memory-safe programming languages like Rust. Following guidance from the White House, Microsoft is gradually replacing parts of Windows written in C++ with Rust, further improving the OS’s security foundation.

In short, Microsoft is doubling down on security, resilience, and smarter tools for its customers. With initiatives like these, they’re tackling the challenges head-on and building a safer, more reliable Windows for everyone.

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Taiwan needs to double down on advancing its chip technology and expanding its supply chain to keep its top spot in the global market, according to a leading trade group. The call came just hours after Donald Trump secured his second term as US president.

“I am confident that the long-standing Taiwan-US partnership, built on shared values and interests, will continue to be a pillar of regional stability and prosperity for all,” said Taiwanese leader William Lai Ching-te in a congratulatory note to Trump.

Taiwan has long been a semiconductor powerhouse, with its chips powering everything from everyday electronics to advanced wind turbines and military equipment.

“We need to ramp up R&D to keep our critical position in the global semiconductor supply chain,” said Cliff Hou, Chairman of the Taiwan Semiconductor Industry Association and senior vice president at TSMC. He also said that talks with the Taiwanese government are underway to bring in foreign partners to establish design and materials hubs in Taiwan.

Taiwan’s semiconductor industry is set to see its output rise by 22% this year, reaching over US$164 billion, driven by booming AI technology and a rebounding economy, according to a top TSMC executive.

While Taiwan enjoys its status as a global chipmaking leader, it faces the threat of physical invasion by China, which views it as a breakaway province. Trump’s re-election could shift how Taiwan fits into international relations. President Joe Biden had consistently backed Taiwan with clear support, while Trump has signalled that the island should pay for its own defence. In a Bloomberg interview, he commented on his relationship with Chinese President Xi Jinping, saying, “He was a very good friend of mine until Covid.”

Hou, a 27-year TSMC veteran with a US doctorate, stressed that Taiwan should also develop expertise in equipment and materials—areas still dominated by international companies. He told reporters at an event in Hsinchu that Taiwan’s strong bond with the US won’t waver, regardless of the political landscape.

Beyond TSMC, smaller Taiwanese suppliers are making big strides in AI-related tech, securing significant orders for data centre servers, cooling systems, and power solutions.

Despite his tough stance on Beijing during his previous presidency, Trump’s recent comments have been less favourable for Taiwan. He suggested that Taiwan’s defence budget should jump to 10% of its GDP and openly questioned the US’s role in defending the country. In October, he told podcast host Joe Rogan, “These chip companies, they stole 95% of our business. It’s in Taiwan right now. They do a great job, but that’s only because we have stupid politicians.”

John Bolton, Trump’s former national security adviser, previously noted that another Trump presidency could be dire for Taiwan, warning that “Taiwan is potentially toast.”

The day before the election, Cho Jung-tai, who heads Taiwan’s cabinet, was candid about defence spending, pointing out that the budget couldn’t be expanded “overnight.” Han Kuo-yu, a key legislator, echoed those concerns, saying that Taiwan’s political and economic challenges are likely to grow during a Trump presidency. He emphasised the importance of balancing ties with Washington while maintaining peace with Beijing.

Lai Shyh-bao, another legislator, added that Trump’s potential influence on Taiwan’s chip industry “should not be underestimated.”

Kuo Yu-jen, a professor from the Institute of China and Asia-Pacific Studies, advised that Taiwan should “watch Trump’s policies closely” to prepare for any shifts.

The president-elect hinted that tariffs could be his tool of choice to incentivise companies like TSMC to build chip facilities in the US. Hou, however, said Taiwan’s industry hasn’t been notified of any upcoming tariffs.

TSMC, which supplies Apple and Nvidia, has committed over US$65 billion for chip plants in Arizona, contingent on strong governmental support. Nonetheless, Taiwan aims to keep its most advanced tech within its borders. Recently, Economic Affairs Minister J.W. Kuo confirmed that local laws prevent TSMC from exporting its cutting-edge technologies abroad.

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In an exclusive interview with Tech Wire Asia, we asked the CEO of Affinidi, Glenn Gore, whether he thinks that commercial approaches by companies to data privacy are changing in accordance with public dissatisfaction with how their personal details are being used and lost.

“It’s evolving, and it’s unfortunately heading in the wrong direction, especially with the rise of AI. We know that last two years has seen incredible innovation from GenAI, but it is trained on public data sets. I think the world’s been a little shocked at how some of those public data sets have been used. You’ve seen that everywhere, from songwriters, musicians, script writers to social boards, where that data is being consumed at massive scale.”

Even with extensive customer records combined with available third-party records, there are issues with building customer profiles. The fragmentation of data means that companies can’t produce accurate pictures of any one individual regardless of whether they use AI algorithms or not. Building a profile of ‘the perfect customer’ and providing the goods and services they desire is impossible, because every entity has different personas depending on how they exhibit themselves online. A consumer might buy a certain brand and type of goods from one retailer, but will present quite a different digital profile when engaged in hobby activities online.

Affinidi’s Trust Network (ATN) provides a decentralised framework that prevents data misuse, such as hacked credentials and unauthorised access to personal details, while enabling secure and consensual data sharing. Through the use of Decentralised Identifiers (DIDs) and Verifiable Credentials (VCs), the ATN ensures that users have full control over the verified data they disclose to companies or third parties, so enhancing privacy and trust in digital interactions.

“Particularly for younger generation who’ve grown up in a digital world, transparency and trust, I think, become the new economy,” Glenn said. “I think companies that can establish trust with their customer base faster and better than others enter this flywheel effect, where the more trust they engender within their customer base, the more that customer base is actually going to be willing to share about themselves.”

The flip-side for the consumer is, Glenn explained, “The more I share about myself, I can see the experience changing, and I see value being created from that. I’m going to trust that [a company] is using my data for the right purpose, and I’m going to want to share more with them. And this is where companies that have that flywheel effect around trust are almost going to be untouchable.”

Holistic Identity and the Affinidi Iota Framework

The concept of ‘holistic identity’ is an integral part of the ATN. It is about giving individuals access and control of their own data. The Affinidi Iota Framework enables organisations to request only essential data points from individuals with their explicit consent, without organisations requiring to store non-essential details. Snippets like a person’s legal age or the professional certifications they have earned can be confirmed without passing on any additional details: there is a big difference between proving that a shopper is over 21 and providing full date-of-birth, for example.

Glenn uses the example of a bank loan, that at present requires a mass of compliance measures on the part of the bank, and the provision of highly sensitive information by the prospective lendee.

That’s two problems, he told us: the information supplied to the bank can be used for inference about the loan applicant, and the bank now has data that it has to protect.

An Iota (from the Affinidi Iota Framework) is essentially a query – a predefined set of rules or conditions that allows organisations to check whether certain criteria are met, without needing access to underlying data. It’s a privacy-preserving tool that allows computations to be made on personal data, while keeping both the data and the specific query details secure and confidential.

In this instance, if a bank provides an Iota that defines the criteria for loan eligibility, a prospective borrower can run this Iota query against their personal data without revealing any of their information to the bank. At the same time, the borrower remains unaware of the bank’s specific criteria. This creates a secure, privacy-preserving way to assess loan eligibility, where neither side gains more knowledge than necessary.

“Several powerful things happen in this process. The Iota query accesses only the relevant data stored in the individual’s personal vault, ensuring that no unnecessary information is leaked. The bank remains unaware of the applicant’s identity or personal details throughout the process. If the borrower doesn’t meet the criteria – for instance, due to insufficient savings – the Iota query returns a result indicating that the loan cannot be approved. At this point, the borrower has the option to share this outcome with the bank, but is under no obligation to do so, maintaining control over their private information.

“[Later,] they meet the criteria. ‘Do you give consent to share the result of this?’ And as part of this sharing of the result, the Iota will share just the input data, say, value of liquid assets and being paid at least $5,000 a month. But the loan applicant is not sharing pay slip data [which contains extraneous yet highly sensitive information]. Now a consent record goes back to the bank saying a verified identity, issued by a trusted party, of [customer name] was run against an Iota criteria, and they passed the checks. They can now choose to onboard as a customer.

“You can apply that to anything. Healthcare: Have you had blood work done? Dating sites and so on. You can use it for anything you want, and that’s really the power of it.”

The power of the message

A further difference in the ATN is the medium messages travel through. SMS and email were designed so that the owner of the account or number can be contacted by anyone. Affinidi Messaging is a decentralised messaging standard where the default position is you cannot send or receive messages.

“What’s the utility in that? Well, actually, that’s the first big safety feature of it. As you onboard, and you establish customer relationships with third parties, what you’re really doing is establishing a relationship between yourself as an identity and the third party. If I’ve opened a bank account with a bank, I give permission for it, with its known public key, to contact me. The message can be cryptographically signed and accessed only with my private key so I can be sure that this is absolutely the bank contacting me. So now I have a very secure communications channel at a relationship level between myself and the bank. Or between myself and the site I just bought some shoes from.”

So the Affinidi Trust Network provides privacy and encrypted communication with verified parties (which, Glenn told us, can be humans, businesses, AIs, machines or any digital system), and everything operates on the basis of trusted relationship and consent.

All about the CX relationship

But if we shelve the technical aspects of the framework, what we have is a way that trust can be manifest digitally: trust in a vendor, and trust in the truth of identity. It’s that basis that will form the next generation of CX, quite different from the scattergun approach to what we call customer experience at present.

“If you just strip all the fancy technology away, what we’re building is to allow companies or businesses to build trusted relationships with their customers, to allow their customers to share more about themselves, in order to get better experiences. And if you do that right, that creates a competitive advantage. The current technology stack does not allow that to occur, which is why we’re talking about a holistic identity approach. It touches everything from the concept of identity to authentication and authorisation as part of your onboarding, to how we communicate and share between each other using messaging, to consent management and privacy, with confidentiality at a personal level.”

Compared to the single sign on systems we use currently, Glenn says the ATN is “just a better way to manage identity and the relationships that identities create between themselves.”

But the network effect is difficult to create. Outside of Europe, India is one of the first countries that mandates consent from the individual for data sharing, and addresses the concept of a third-party data manager.

“I look at the DPDPA [enacted in 2023 – pdf] and say, that fits perfectly with what Affinidi is building because we can help facilitate the consent. This is where we’re starting to see the first real drivers. Because the great thing about DPDPA, is it’s government backed. Businesses in India must use these types of capabilities, so the planets are aligning. It’s still going to take time, but I think once they do start to align, I hope that there’ll be quite a rapid tipping point.”

The eyes of privacy advocates are firmly on Affinidi, while observing the effects of DPDPA as it takes hold. The eyes of every brand that wants to build more meaningful and trustworthy relationships with customers and third-parties should be on the same places.

To find out more about Affinidi, the Affinidi Trust Network and the Affinidi Iota Framework, head over to the relevant web pages.

The post The emergence of trust: next generation CX on next-gen tech appeared first on TechWire Asia.

These business opportunities have attracted several drone manufacturers and service providers into the Japanese drone landscape. In recent months, the market also witnessed rapid adoption of advanced technologies powered by artificial intelligence (AI), making drone application delivery smarter and more seamless.

BVLOS drone applications gaining traction 

Elsight, a carrier-agnostic, AI-powered connectivity solutions company, has been actively contributing to the growth of autonomous drone applications in the Japanese market. The company’s entry took off last year, when it inked a partnership with Navicom Aviation, which led to the integration of the Elsight connectivity platform with ACSL, Japan’s largest drone manufacturer. Elsight is supplying its Beyond the Visual Line-of-Sight (BVLOS) connectivity platform called Halo to ensure the reliability of ACSL drones’ communications and overcome the obstacles in flying over Japan’s mountainous regions.

Japan’s rugged terrain combined with the country’s densely populated urban centres creates access and transportation challenges throughout the country. In an interview with TechWireAsia, Elsight CEO Yoav Amitai explained there are significant opportunities for autonomous drone applications in Japan, especially for public safety and logistics, including the supply of essential goods in difficult-to-reach communities, as well as for agriculture and critical infrastructure applications in remote locations.

Although Japan had started the use of drones in many sectors – particularly in logistics and defence – until recently, the stability of cellular communication connections, which is necessary for long-distance flights beyond the visual line-of-sight, remained a barrier due to the country’s complex geography. And this is the primary reason behind ACSL’s selection of Elsight’s Halo technology for its drone operations, which is designed specifically for drone flights beyond the visual line-of-sight based on integrating LTE, 5G, and satellite communications.

“Just a second of connectivity loss between the drone and the operator can mean the end of the flight. Our technology brings together multiple cellular links because the whole is stronger than any singular link. If needed, satellite communications are integrated as well,” explained Amitai.

“Just as important, our Halo platform enables one drone operator to control many drones simultaneously from a remote location. This advantage scales the entire drone ecosystem.”

The collaboration between ACSL – the first drone manufacturer to be approved as a full member of the Japan Defense Equipment Industries Association (JADI) – and Elsight, which enabled its customer Airobotics to earn the first Federal Aviation Administration (FAA) Type Certificate for beyond-visual-line-of-sight flights for its drones, has opened a new chapter in the autonomous drone market in Japan.

Enhancing drone capabilities for broader applications 

ACSL has been promoting the expansion of drone use in Japan in various fields, including increasingly longer flights and more complex routes and applications.

“Currently, the most practical applications of drones involve flights within visual line of sight. However, with the approval of Level 4 flights, drones are now expected to operate much closer to daily life, autonomously covering more distances and wider areas,” said Satoshi Washiya, CEO of ACSL.

In Japan, there is also significant potential for drones to be utilised in the response and management of natural disasters.

“In this context, we have high expectations for our collaboration with Elsight to address the critical challenge of ensuring reliable communication, which is key to expanding the scope of drone operations,” Washiya added.

To address the challenges associated with varying altitudes during a flight, Halo integrates and aggregates communication channels from the four major Japanese cellular providers and satellite providers to a single, bonded communications pipeline, ensuring robust and secure connectivity.

In addition to delivering uninterrupted service, Halo enables the controlling of the drone to take place in any remote location, even the other side of the globe. It can also allow for one drone operator to control a full fleet, not just a single drone. 

“With the introduction of Halo, ACSL’s drones are able to have uninterrupted LTE communication connectivity enabling flights in areas that were previously difficult to reach,” Washiya explained.

ACSL is already using Elsight’s Halo technology in its postal service project for drone deliveries in mountainous areas and remote communities.

As part of Elsight’s expansion in Japan, the company has partnered with Navicom Aviation to pursue opportunities in both the defence and commercial markets in Japan. Navicom distributes specialised communication equipment and technologies for unmanned aircrafts and drones in Japan.

“In Japan, where BVLOS drone operations are gaining traction, we believe that connectivity and communication functions with high reliability will quickly become key drivers to accelerate this industry,” said Koji Hiratsuka, CEO of Navicom Aviation.

Boosting efficiency and safety with autonomous drones

“When using aggregated cellular multi-links providing high bandwidth, low latency, and low power usage, BVLOS missions can be controlled directly from headquarters, rather than from the drone’s remote control,” commented Hiratsuka on the technical and business advantages of integrating Halo in drone missions.

“That’s a huge advantage as all personnel in the control room can see a wider lens of precise visual information as opposed to flying from remote control consoles, ensuring that no critical data is missed.”

From a business perspective, many of the Halo features enable a drone operator “to eliminate human intervention, leading to greater flexibility, cost reduction, and improved safety,” he added.

Elsight will be demonstrating Halo at the Japan International Aerospace Exhibition this week in Tokyo.

The post The growing drone connectivity opportunity in Japan appeared first on TechWire Asia.

At Tech Wire Asia, we have been lucky enough to speak with two of Malaysia’s booming businesses in the programme. The companies received help, guidance, and resources offered through the Malaysia Digital Economy Corporation (MDEC) and are thriving today.

MDEC is an agency operating under the purview of the Ministry of Digital, charged with leading Malaysia’s digital economy forward. With the Malaysia Digital (MD) national strategic initiative and its catalytic programmes, also known as PeMangkinMD, MDEC seeks to transform the nation’s digital capabilities, fostering the growth of local tech companies and driving digital adoption.

Sophic Automation, (a subsidiary of 3REN Berhad) was founded as a partnership between Lee Chee Hoo and Koh Dim Kuan, AKA ‘DK’. DK took time out to share with us how the company has grown since its inception in 2007 and the ways in which MDEC’s Malaysia Digital (MD) initiative and Founders Center of Excellence (FOX) have paved the way for the business to effectively establish itself as a provider of integrated automation, digitalisation solutions and engineering services.

“Thanks to MDEC and the positive outlook in the semiconductor market, we’re now strategically positioned to benefit from the more widespread adoption of emerging technology such as AI, IoT, 5G and EV [artificial intelligence, the internet of things, 5G wireless and electric vehicles]. We’re aiming for [BURSA Stock Exchange] listing by this year to grow and capitalise these market opportunities,” DK said. ”MDEC is very eager to help and assist.”

That, too, has been the experience of Datuk Alan See, the co-founder of Firmus, whose early challenges included attracting talent to the growing cybersecurity company. As the business gained a reputation in the country and across the region, he found that instead of losing staff to the ‘big four’ and multinational corporations (MNCs), he retained them. That was reflected in Firmus winning the Human Resource Development Corporation’s Best Employer Award in 2023 in the Small Medium Enterprise (SME) Employers category.

The help available from MDEC is designed to facilitate changes specifically required by the growing business, whether or not those requirements are technological. Often, what the entrepreneur needs might seem mundane but is actually crucial for business growth, such as improving human resource (HR) processes, getting financial filing advice, or developing a robust export strategy.

“They provided great assistance in facilitating our pioneer status applications in the early years. We also secured some development grants. It is a great agency that has helped and guided us in our research processes,” DK said.

Firmus approached MDEC without needing specific financial support. In its 16-year history, the cybersecurity business has been entirely funded by its existing shareholders. “Thanks to MDEC’s FOX programme, we’ve gained access to a wealth of regional business expansion opportunities, business matching services and valuable business coaching. Our vision is to grow into a MYR 100 million revenue company within the next two years. We are considering options such as going public through an initial public offering (IPO) or exploring potential mergers and acquisitions.”

MDEC’s FOX programme methods reflect a community-based approach to improvements that benefit all and thereby bring positives to the larger economy. “The government is also interested in assisting with an innovation-based approach, and it knew where Sophic wanted to develop. MDEC’s strategy is create wins for the entire ecosystem. I believe that is the perspective that comes strongly from the government.” DK said.

If we consider the financial sector’s well-being the bedrock of the local economy, it’s in the Malaysian government’s interest to ensure that the sector’s systems are run securely and with proper oversight of statutory governance. Sixty per cent of Firmus’ income comes from financial service institutions, protecting them with technologies that enable data loss prevention, governance risk and compliance, endpoint protection, and PAM (privileged access management) facilities. It also offers cybersecurity services like penetration testing, compromise assessment, incident management, tabletop cyber-drill exercises, Bank Negara Malaysia Risk Management in Technology (BNM RMIT) compliance and ISO 27001 Information Security Management System (ISMS) consulting, to name a few elements of its portfolio.

Sophic, in turn, develops strategies for customers in different stages of their industrial automation journeys. Some are larger concerns that wish to extend existing systems, while others’ operations are still very much manual. Sophic works in all areas of industrial system design and automation, from back-office software to shop floor robots to equipping staff with wearable technology that makes the workplace safer and more efficient.

“Most of our customers have already established certain automation systems, for sure. They come to us with problems they want solutions for, particularly in enabling automation and digitalisation in their overall operations. Some customers come with specific needs, such as those in the medical devices sector, and we also have semiconductor customers. It’s still up to us to propose a sensible solution to solve their problems,” DK told us.

Both companies are achieving significant growth and have evolving strategies to keep that momentum. Adaptability and speed of change are keys to success, according to Datuk Alan See. “Entrepreneurship is a journey filled with ups and downs. Be prepared to pivot your idea, adapt to changing market conditions, and learn from failures,” he said. “Flexibility and the ability to iterate on your ideas based on feedback and new information are essential for long-term success.”

As is the case in many stories about the information technology (IT) sector at present, the growing role of AI will have more effect on every workplace. Working out how the technology will be best implemented in each case is not just complex, but there’s a sense of sudden forward momentum as companies vie for competitive advantage. DK says, “There are more digital solutions available now with AI implementation. In fact, AI will create more urgency for all companies’ operations to boost their efficiency and improve their overall business competitiveness.”

The potentially exponential changes that technologies like machine learning are going to bring mean that technology-first companies like Firmus and Sophic will be there to enable and support business growth in the foreseeable future. To ensure that business leaders remain adaptive and can progress in a rapidly changing world, it’s important to keep both minds and ears open, Datuk Alan See told us:

“Surround yourself with supportive mentors, advisors like MDEC and peers who can provide guidance, feedback, and support. Networking within your industry can open doors to new opportunities, partnerships, and resources. Don’t hesitate to seek advice from experienced entrepreneurs who have been through similar challenges.”

For these two companies, the support offered by MDEC’s FOX programme has been pivotal, helping them develop better business practices and drive growth as the region continues its digitalisation journey.

The post Safer Automation: How Sophic and Firmus Succeeded in Malaysia with MDEC’s Support appeared first on TechWire Asia.

Consumers are aware that companies offering cut-price, fast fashion have likely cut corners and abused their supply chain, with horrendous reports of manufacturers’ working conditions making headline news. Consumers increasingly vote with their wallets and deliberately make ethical choices when shopping online. Being an ethical clothing brand and doing so demonstrably is a win-win – it’s a massive competitive differentiator, consumers feel great about their chosen vendors, and workers in the supply chain don’t get exploited.

There remains another challenge, however. If a clothing brand (or indeed, any company) wants to act ethically in every aspect of its activities, it has to examine the ways it provides customer experience.

Creating a customer experience (CX) is a critical area for online companies today, and it hinges on providing personalised and helpful interactions between the seller and buyer. But for the vast majority of the world’s ethical brands, their ethical practice stops here. In previous articles here on Tech Wire Asia, we’ve discussed how many businesses collate third-party data belonging to customers and prospects and form largely inaccurate and privacy-invasive pictures of their customers and prospects. These are then used to create messaging for touch-points that are not only a waste of costly resources but actively alienate users.

This happens when consumers feel that brands know too much about them (which is borderline creepy), are inaccurate (wasted messaging), or are accurate but irrelevant. The latter case is very common: a customer is tagged by third-party data as interested in golf, for example, and so all data-driven fashion suggestions for that customer comprise eye-watering colours.

As part of our exploration into how relevant information, given consensually by customers, can craft customer experiences and the massive advantages this offers, we spoke to Supreeth Kashyap of Wellbi, an ethical clothing brand operating in India. Wellbi carefully sources the hand-woven fabrics used in its range from artisans across the country, paying them a premium rate for their labour and guaranteeing them a consistent commission for their work.

“Basically, I started with the with a vision of empowering rural artisans,” said Supreeth, the founder and CEO of Wellbi. “When I was criss crossing rural India, I found a group of artisans who were producing the finest fabrics, but they didn’t have a good market linkage for the product. They were earning less than three dollars [a day]. Textiles is the second largest employer in India, just after farming and agriculture. […] Before, they were getting work for only two to ten days in a month. Right now, they’re getting work for close to the entire month, 30 days. So now things have changed for them considerably.”

It’s a company that takes its ethical values into every aspect of its operations, including managing its customers’ identities, from which it can create a level of trust in the Wellbi brand that informs the customer experiences it creates.

The concept embraced by Wellbi and many other brands that genuinely care for their customers is that of zero-party data – that’s information willingly exchanged by customers and prospects with the company in a way that ensures their privacy and security. Wellbi uses Holistic Identity Management powered by the Affinidi Trust Network (ATN). You can read more about the concepts of Holistic Identity Management and the ATN in previous articles we’ve published on this site.

By creating a customer experience based on consent-driven data, it formulates the critical description of each individual based on information relevant to the customer’s interactions with the brand. As trust and loyalty build, the picture gains detail, and the quality of CX improves in ways that are non-invasive, secure, and consensual.

Glenn Gore, CEO of Affinidi, told us, “It comes back to a community of like minded consumers working with like minded businesses – people who care about buying organic goods, they’re likely doing it across multiple facets of their life. They’re buying organic beauty products, they’re buying organic fashion. So I think part of [the Affinidi Trust Network] is just connecting brands and businesses that are very focused on that [ethos]. I think there’s a lot of ‘green washing’ out there in the industry for these things. So being able to have that trust network where […] you connect through, saying, ‘We’ve got consumers who want to spend money on these types of goods’. [Consumers] make a conscious decision about investing their money in these types of causes. Businesses act as a marketplace, as gateways that [provide] a discovery mechanism for these very small-batch products. I think is actually what consumers are looking for.”

The concept of zero-party data and the ATN mean that Wellbi can find new audiences that resonate with its ethical ethos and brand vision. With their permission, online shoppers whose personal preferences align with Wellbi can be offered opportunities with similar companies, safe in the knowledge that their personal data is treated ethically.

At present, it’s anomalous that companies that trade on their ethical stance still act unethically when it comes to customer information management, building ‘insights’ from data that they have no consent to use, on prospects and customers whose data is treated with little respect for the values held by the brand and the online citizen.

The poor click-through rate of ‘traditional’ platforms like Meta is around the 2-3% mark, which is indicative of how inaccurate most companies’ perceptions are of their users. With the Affinidi Trust Network, brands can develop CX according to information dictated by the customer, not privacy-invasive and inaccurate data. That promotes an immediate trust on which a meaningful CX can be created. “But there’s not many things we spend money on as businesses where a 98% failure rate is normal. […] You don’t need to shift that needle much. A 1% difference is actually a 50% improvement,” Glenn said.

To find out more about Wellbi and browse its ethical range of menswear, head over to its online store. You can read more about Affinidi Trust Network here and start to create an ethical and powerful customer experience that is truly and accurately personalised.

The post Ethical Threads: Transforming Fashion with Trust and Transparency appeared first on TechWire Asia.

A change is occurring in how organisations secure their network perimeters, users, applications and data. Secure access service edge (SASE) is starting to disrupt traditional approaches to networking and security, and is giving IT professionals an opportunity to fundamentally reimagine how they design their network and security architectures.

Previously, enterprise network architecture was based on discrete silos of network and security controls, with remote access provided via virtual private networks (VPNs). These approaches are being rapidly replaced by SASE and zero-trust network access (ZTNA) architectures.

Getting SASE right can be a complex proposition that presents significant challenges. While major elements that make up SASE have been around in some form for at least 10 years, it is still an evolving technology.

A case study in SASE Success: India Insurance Company

As part of the research commissioned by Verizon Business to help companies cut through the noise to get a true picture of obstacles and opportunities in implementing SASE, S&P Global Market Intelligence conducted 10 in-depth interviews with decision makers and those purchasing SASE technology.

One successful SASE implementation case study was shared in an interview with a VP at one of the largest insurance companies in India, which we will refer to as “IIC” (India insurance company).

“The primary driver [for SASE] was the pandemic. Before, we had a traditional bricks-and-mortar office infrastructure. When the pandemic hit, everything was being provisioned by the company. There was no way to use ‘bring your own devices (BYOD) – only company-owned, hardened machines could be used […] which took 10-15 days to provision,” he said.

Suddenly, many users, particularly contractors, did not meet security requirements because controls were not designed for off-site workers. In response, IIC implemented a SASE project focused initially on data access, followed by applications.

“Now, we can fully support BYOD, which was the hardest problem to solve. We were forced to go with an agentless approach, through an outside portal […] new employees and contractors are now productive from day one instead of waiting for their machine to arrive,” said the respondent, an Executive Vice President and Head of Business Systems and Infrastructure at the IIC, which currently employs over 10,000 people..

The company could immediately improve the user experience, meet remote worker security and compliance requirements, and improve productivity by supporting BYOD, which enabled employees and contractors to begin work immediately.

What is driving SASE adoption?

Some compelling factors driving SASE adoption are the size and maturity of organisations. For more mature, technically sophisticated enterprises, SASE implementations are motivated more by business and digital transformation needs than technical requirements.

Common business drivers include improved business agility, cost reduction, support for hybrid work (office-based and remote workers), improved end-user experience, reduced threat impact and risk, improved compliance and competitive pressure.

Larger organisations, especially those with over 10,000 employees, tend to suffer from technical debt and incompatible legacy systems that slow down deployments. Conversely, smaller organisations tend to adopt solutions faster and can often source the entire SASE stack from a single vendor.

Common technical drivers include network, security, IT modernisation and simplification, and simplified management of rapidly growing networks.

Key considerations for implementing SASE

Research participants indicated a variety of deployment approaches. None indicated embarking on a “big bang” implementation: some organisations rolled SASE out to high-risk users and apps first, while others chose lower-risk users and applications.

For example, some organisations with high short term risk exposures, such as the potential for breaches or failing compliance audits, chose to solve the issue for those groups first. Others, less concerned about short-term risk, took a more conservative approach like deploying to staff already using modern cloud apps.

“It was all about basic access first to support the remote workforce. Subsequently, it was about business-critical targets and high-risk estates, with quick wins peppered in between,” said one respondent, a Regional Information Security Manager for a large Australian IT services company.

“Any users who can migrate without losing any access to unsupported apps naturally will do so. This provides a faster, better user experience that rewards the user to move to SASE. They were excited to move away from VPN and use [it] as a […] fall-back plan,” said another, a Regional CISO at a large Singapore engineering firm.

Overall SASE projects vary in duration (from initial sign-off to production) from 6-12 months to over three years. Nearly half (45%) of all respondents indicated durations of 12 months or less; another 45% fell in the 13 to 36 month range; and the remaining 10% indicated more than three years to complete a SASE implementation.

In Asia Pacific, only one-third of participants indicated that SASE was deployed as part of a digital transformation initiative, as compared with three-quarters of their counterparts in Europe.

End matters

In the next part of this article, we’ll be looking more deeply into the study’s results, and getting the thoughts of Rob Le Busque, Regional Vice President at Verizon, APAC. In the meantime, head to this page to learn from the experiences of enterprises who have already migrated to SASE, detailed in the report produced in collaboration with S&P Global Market Intelligence.

Continue your exploration of SASE adoption with Part 2 of this feature, which will cover in-depth study results and insights from Rob Le Busque. Check back in the coming weeks for the next instalment and in the meantime, you can explore the research and business impact briefs for comprehensive insights at the following links: Research | Business Impact Briefs.

The post Deploying SASE: Benchmarking your approach appeared first on TechWire Asia.

In an age where traditional wire transfers and steep fees once hindered international money transfers, the landscape of financial transactions has undergone a remarkable transformation. With the emergence of borderless banking platforms such as Wise, sending money across borders has been redefined. As this fintech trailblazer continues to disrupt the industry, it’s imperative to unravel the narrative behind Wise and understand its profound impact on travel and financial experiences in Malaysia and across the globe.

Born out of a desire to challenge the status quo of traditional banking and tackle the opaque and often exorbitant fees associated with cross-border transactions, Wise has emerged as a disruptive force in the digital finance arena. Its innovative platform has empowered millions of individuals and businesses worldwide to navigate the complexities of international finance with unparalleled transparency and ease.

Through an insightful interview with Lim Paik Wan, Country Manager of Wise Malaysia, we delve into how the company harnesses the power of technology to reshape the travel and savings landscape in Malaysia and beyond.

The digital renaissance has brought transformative shifts in travel. How do you see technology shaping every aspect of travel beyond being a mere tool to smoothen the process?

Technology has now made travel more accessible and has allowed consumers to personalize their holidays, as people now take to blogs and social media platforms for inspiration. Additionally, consumers are now accustomed to instant and seamless experiences, with everything readily available through a few taps on their smartphones. This seamless digital connectivity has also changed how people make transactions for their travels. 

In years past, travelers needed to exchange cash physically and were usually required to pay for most meals and excursions in cash. Today, contactless payment options are offered almost everywhere, making it easier and safer for consumers to make international transactions. 

Even how consumers plan their travels has changed, with hotel bookings and flights done through travel apps. However, consumers still face challenges as the world transitions to a largely cashless society. A common one is a general unfamiliarity with international transaction fees, causing them to spend more than anticipated or budgeted for. Issues like these have led fintech providers to create solutions to make these processes smoother and more manageable. 

How do Wise’s digital cards and contactless payment solutions like Apple Pay and Google Pay enhance travel safety?

Today, contactless payment methods are widely accepted in many countries, lessening the burden of carrying large sums of cash. However, when used internationally, most traditional credit or debit cards tend to come with additional fees and hidden costs. Providers like Wise offer users the ability to hold money in over 40 currencies and make transactions at the mid-market exchange rate with no markups, helping travelers save money on international transactions. 

This relieves users of having multiple traditional cards, where they would have to bear the cost of foreign transaction fees and interest fees. Wise’s smart technology automatically converts the currencies you hold in your account for you, which have the lowest conversion fee; the card even allows users to withdraw money from ATMs with low fees while traveling.

Another great thing is that Wise users can start spending immediately with its digital cards, available instantly upon request in the app. Users can get up to 3 digital cards with different card details for an extra layer of protection. These digital cards can be deleted anytime, so customers can generate new card details when they need them. 

The cards can also be added to Apple Pay and Google Pay — these contactless payment methods are powered by NFC technology, which is generally more secure. Additional features on the account allow users to track their spending in real-time, ensuring smoother user and travel experiences. 

How has the pandemic impacted Wise’s services, particularly regarding international travel and cross-border transactions?

Digital adoption during the pandemic created the expectation for instant and real-time processes and a trend of contactless payment options. This has dramatically impacted the Malaysian market, as e-wallets and mobile payments are now expected payment options that businesses should offer. Additionally, we found that Malaysians are spending more time online, adopting more

international lifestyles, and traveling more frequently, leading to an increase in cross-border spending and shopping. 

These trends suggest a need for efficient cross-border payment solutions that offer faster, cheaper, and transparent international payments. Wise addresses these needs with its multi-currency account, empowering Malaysian consumers to seamlessly navigate global payments and lifestyles with no hidden fees and complete transparency. 

The recent launch of Wise on Apple Pay and Google Pay in Malaysia is part of our commitment to making international transactions more convenient and accessible for customers. A few other ways Wise is providing more convenience is by offering our users the ability to send money to popular e-wallets in the region, including Touch’nGo in Malaysia, GrabPay in the Philippines, and ShopeePay in Indonesia — being able to offer multiple money movement options makes moving money across borders even more convenient.

How does Wise promote financial literacy and awareness among users regarding currency exchange and international transactions?

A crucial part of our mission has been advocating for transparency in foreign exchange fees, empowering people with knowledge and insight into their transactions. This is reflected in our services and is why we support transparent and fair cross-border transactions. With Wise, all fees are transparently displayed to customers when they set up a transaction. 

Customers pay a single upfront fee, and the exchange rate they get is the one you see on Google with no markups or hidden charges. People also gain visibility into what’s happening to their money from start to finish when making cross-border payments, which includes the actual total cost to make the payment.

Wise also offers price comparison tools in the app, which allows our customers to compare the exchange rates and fees across a range of currency routes to make better decisions when choosing their preferred provider.

What upcoming advancements can users anticipate from Wise, and how will they improve travel and financial experiences?

Not to give too much away, but we are always looking to bring globally available features to Malaysia, such as Wise Business and Wise Platform. Wise Business accounts are for businesses that want to grow and operate internationally, making it easier to manage their finances across borders, such as paying overseas vendors and employees or receiving funds from clients.

Wise Platform is our infrastructure offering, which enables financial institutions and businesses to incorporate our global payment network into their platforms. As Wise operates globally, we’re always looking to see what would benefit Malaysian customers and work to solve their pain points. 

Lastly, in the rapidly changing landscape of digital finance and travel, how does Wise stay adaptive and responsive to its diverse user base’s dynamic needs and preferences?

At Wise, we constantly listen to our customers, and our goal continues to be making Wise as convenient, low-cost, fast, and transparent as possible. As more Malaysians look for cross-border opportunities, it’s vital that our users can use Wise to broaden their lifestyles globally.

Looking ahead to 2024 and beyond, we’ve got a number of exciting things coming up in our product roadmap to improve the speed, convenience, and cost of cross-border payments for our customers around the world.

The post Wise: Revolutionizing travel and finance in Malaysia appeared first on TechWire Asia.

In the bustling landscape of logistics in Southeast Asia, Teleport is a potential game-changer, striving as it is to achieve 24-hour or next-day delivery at a lower cost. As the logistical arm of Capital A Bhd, Teleport wants to challenge the status quo of the industry.

But amid the region’s rapid economic expansion and escalating consumer demands, the critical question looms: can Teleport truly revolutionize the delivery landscape of Southeast Asia? 

Teleport’s growth has been impressive. The company has rapidly expanded its presence across key markets in Southeast Asia, including Malaysia, Thailand, Indonesia, Philippines, India, Singapore, and China. This strategic expansion has allowed Teleport to tap into the region’s burgeoning e-commerce market, catering to the growing demand for seamless and efficient delivery services.

In a recent interview with Tech Wire Asia, Pete Chareonwongsak, the CEO of Teleport, shared insights into how the company is employing innovation to tackle future challenges in Southeast Asia.

How do you view the logistics industry in Southeast Asia amid rising demand for faster, cheaper deliveries?

I think we do not have enough homegrown Southeast Asian logistics companies. When someone says Southeast Asia logistics, the names that typically come to mind are J&T and Ninja Van. The former initially started in Indonesia and is funded by the Chinese, so it’sexpanded to where 90% of its business now comes from China, not Southeast Asia. So it’s never really been born and bred here.

The same is true with Ninja Van, which started in Singapore and expanded to all the Southeast Asian countries. That’s the closest, but it’s funded by global venture capital.

That is why I’ve always felt we, Teleport, have an opportunity as we were born and raised here in Southeast Asia. Our DNA, infrastructure, and everything in between is here; we will not leave this part of the world. 

So my understanding of Southeast Asia logistics is that many great companies come and go: their focus starts here but eventually moves elsewhere. Our mission has been to connect Southeast Asia better than anyone else, especially in performing next-day delivery.

Has Teleport proven its viability in its current market, or does it still have much to prove to establish a more substantial presence?

There’s a lot more. Based on statistics, we could reach about five million SMEs of a specific size in the region and give them access to our services. Everyone always talks about the SME opportunities in Southeast Asia, only to eventually realize that the money’s not there. But the opportunity is there. If you’re here long term, then at some point, you have to do something that allows collaborations to happen. 

So, there are still opportunities in the long term. We currently serve at most 10,000 clients, but five million SMES are within the region. That means we have a long way to go in making it accessible.

Why do logistics companies frequently expand beyond Southeast Asia? What do they look for elsewhere that they need help finding here, especially given the region’s abundance of SMEs and MSMEs?

What is missing is the total addressable market. That’s why they go elsewhere because, undeniably, there are many larger markets that exist elsewhere today. So, at some point, when they’re funded a certain way or aim to grow a certain way, they need to go and find a large market to justify their reach and growth. That makes it hard for Southeast Asia-focused companies to stay here. There’s always something else, somewhere else. 

We have an understanding of the region that some other companies lack, and our dedication and focus is here, today and tomorrow. So that’s what we see that they don’t see, perhaps making sense of their move to look elsewhere for markets. But if no one builds like we are doing, connecting Southeast Asia in a cheaper, faster, and better way, then SMEs will never have a real opportunity to grow. 

Many of the Southeast Asian brands, e-commerce, and even supply chain operators never really have something that changes their capacity to grow. They have to flow with the market,  still to this day. So we’ve got to find some angle to serve them, and that’s really where Teleport’s focus is.

Which is Teleport’s biggest addressable market at the moment?

It is China into Southeast Asia. The region is the triangle between Kuala Lumpur, Singapore, and Bangkok. The cross-border opportunities between these three countries, in particular, are mature.

Next-day delivery at a significantly reduced cost is a bold proposition. How is Teleport working towards this goal?

If you look at the top three reasons why somebody would be willing to use Teleport, the first is price, the second is reliability, and the third is speed. You have to hit all three, and that is very hard. But that’s what we’re trying to do. How do we bring the actual cost down? Then, once we’ve brought the cost down, how do we make money? People need to understand what it costs us to enable next-day deliveries.

Our view on life now is pretty simple: how do we get the cost down? And the way to do that is to not start the business model by buying a lot of stuff. So our first question was how do we build the business model we want without owning anything initially? The most important thing about next-day delivery is sending things between two borders. How do we do that in a next-day fashion? It’s got to go on a plane. 

So, how do we put stuff on a plane? There are only two ways. One is you buy some aircraft, and FedEx, DHL, and UPS have bought hundreds of planes. So they’ve signed up for that visibility, and if we want to do that, we would have to compete against them over time with a better cost solution. 

But what are other ways to put stuff on planes? Well, you and I fly everywhere, and every time a plane flies, a little bit of space is left over. That’s called the belly. How do we get access to that space across Southeast Asia? We need partnerships, and that’s where AirAsia came in. That’s how we built the business, off AirAsia’s belly. We wouldn’t be here without it, because it gave us the most extensive Southeast Asian network.

With those spaces overnight, we then had to figure out how to build a business model on that space, which is very cost-effective. Because passengers have paid for the seats and baggage allowances, we need to figure out how to bolt that little bit of space onto the rest of the business model, which is end-to-end delivery. Essentially, that was how we built the business. So it becomes much easier when you don’t own the thing. 

The second thing is figuring out how to partner so you can gain access to the asset you need. The third is then how you tie it all together and do it.

Does Teleport have specific growth goals for its portfolio regarding the number of businesses?

We set a 24-month goal. Around two million e-commerce parcels a day are coming into Southeast Asia, and we want to capture most of that. For perspective, two million a day would be on par with our esteemed competitors. The amount is undoubtedly huge on a global scale, but we are looking towards that direction.

What role can technology play in facilitating the transformation of the logistics industry to meet the demands of faster and more affordable deliveries?

My view on addressing that this year is to slow down the growth slightly, which is shocking to most people. But if we don’t build these foundations with the right technologies, we won’t reach the two-year goal of two million deliveries, for example. So this is the year where we figure out the value of Gen AI or any AI solutions to our operations.

How many airplanes are in the fleet you use?

Airasia has 204 passenger aircraft, which will all be fully re-activated by the end of the first quarter. Teleport owns three freighter planes in Malaysia. On top of that, we have 30 airline partners based in Asia and Southeast Asia.

What changes do you anticipate in the competitive landscape if Teleport achieves its vision, and what adjustments might other logistics companies need to make in response?

A couple of things. Firstly, in this region, there are a lot of low-cost carriers that would eventually think about how to continue to improve their business. Like how Teleport built the company off AirAsia’s back, many other low-cost carriers will do the same – spin off a logistic business from their airline operations.

Even in China and Latin America, people have started to spin off their logistics business. So, the multimodal angle is going to be an essential trend.

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